Ten common work misunderstandings of safety officers
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1. Safety production supervision and management personnel who regard themselves as leaders are often respected as leaders by workshop cadres and comrades workers when they go to the production site. However, as safety production supervision and management personnel, those who regard themselves as leaders are the enemy of their work. We must always be aware and always pay attention to enhance service awareness. As a member of the safety production management team, we must conduct in-depth investigation and research on the job site, listen humbly to opinions from all sides, and pool collective wisdom to solve problems encountered in safety management in the workshop.
2. "One cable" method The "one cable" method is the "nemesis" of safety production supervision and management personnel. The key for safety production supervision and management personnel to get out of this misunderstanding is to change their working methods and change the "one cable" method into a hierarchical supervision method that focuses on key routes and key personnel. To change the problem of production safety supervision and management personnel, they only focus on superficial problems such as not wearing safety helmets and not wearing work clothes when they go to the scene. As safety supervision and production management personnel, we must always grasp the key issues that affect production safety at different times and stages in each department and each site, supervise the implementation of the responsibilities of key personnel, assist those with the first responsibility for safety in each department to grasp the overall situation of production safety, and provide timely feedback to leaders. Second, it is necessary to supervise the person primarily responsible for safety production in the workshop to reasonably authorize and delegate power to his safety officers. This is not only a test criterion for the person primarily responsible for safety to implement safety responsibilities at all levels, but also a necessary condition for the safety officers of each department to carry out their work.
3. There is no right or wrong emotion. Production safety supervision and management personnel face all kinds of people at work and are constantly troubled by the interests and emotions of all parties. If they act unprincipled at work, they dare not manage boldly, cannot criticize, and even appear to be flattered by the leader. The punishment should be relaxed, the favor should be extended, the "small circle" should look high on the "loyal buddies", and the situation reported to the leader should be mixed with personal feelings. The above-mentioned unprincipled practices will not only make the safety production supervision and management work a mere formality.
4. Work style is busy with affairs. Production safety supervisors have dual responsibilities of management and supervision. Some safety supervisors believe that taking this position means leaving the field to become managers. The main content of the job is to work in the office all day long, and they are satisfied with dealing with daily routine work. When we arrive at the site, we just take a quick look, without seriously studying the provisions of regulations and systems and how to implement them in specific situations, let alone study the new problems brought about by new technologies and processes. He can only shout two empty slogans, his speech is neither targeted nor operable, his management is only superficial, and he lags behind the times in professional technology.
5. Reporting good news but not bad news. Some departments clearly have various problems in safety management. However, when reporting work to the leaders, the safety production supervision and management personnel use pleasant words to talk about the work, talking more about the advantages and less about the shortcomings; talking more about the achievements and less about the problems. This makes the superior leaders think that the situation is very good, resulting in biased decision-making, so that the problems that should have been solved long ago are not paid attention to and solved in time, and the contradictions and the truth are covered up.
6. Cowardice in management, deceive superiors and deceive subordinates. The safety production supervision and management department does not dare to confront, correct and boldly manage some behaviors or people and things that violate rules and regulations. Instead, it strikes a balance or even makes a fuss. In some specific tasks, it adopts deception and deceit, which makes the "three violations" phenomenon intensify, and even accidents occur. Safety work is a comprehensive, scientific and practical technical work. To implement safe production in practice, the problem cannot be solved by issuing a few documents, holding a few meetings, and making up a few figures. Instead, we must make great efforts to do it. We should resolutely put an end to the pragmatic behavior of having too many slogans but too little practical work, too much shouting but too little work, too many ideas but too few implementations.
7. Laymen participate in safety management. Safety management is a serious science, containing both technical components and management art. It requires continuous learning.* , improve, and innovate, so that meetings, speeches, and work can be on point, and people will listen, and command will not fail. Safety management cannot be done on paper, but must truly understand the process, the equipment, the environment, and the people. Only by knowing ourselves and our enemies can we take the initiative in safety management.
8. Failure to inspect or track safety management is a long-term and arduous task that cannot be relaxed even for a moment. This requires the management department to frequently inspect, implement and promote rectification. Because if you don’t inspect, you won’t know where the hidden dangers are, and you can’t talk about supervising line departments to make rectifications. And just inspection without tracking the rectification situation means there is no inspection. In the end, it was just a formality.
9. It is unrealistic to implement policies and regulations issued by superiors. During the implementation process, each unit must combine the actual conditions of the unit and formulate practical and feasible details. Only by being targeted can they be implemented well, implemented correctly, and achieve results. They cannot be divorced from reality, or come up with a very immature idea on a whim, and rush to do it. As a result, a lot of energy is spent, but the actual results are not achieved.
10. Violation of regulations by safety management personnel. Intentional or unintentional violation of regulations by safety management personnel is the most serious thing that cannot be underestimated, because the impact it causes is very bad and the harm is great. When employees see safety violations and you try to supervise them, they will have a rebellious mentality. As the saying goes: “To forge iron, you must first be strong yourself.” If you can't do it yourself, how can you ask others confidently? Once this fact is formed, it will be difficult to undo the impact. Finally, management will be relaxed, laying invisible hidden dangers to safety production.